The First Generation of Unmanned Retail Is Dead

Click for details Game over? Or a new beginning? This article is reprinted with permission from Retail Boss Insider (ID: lslb168). For reprinting, please contact Retail Boss Insider for authorization. Core Guide 1. What is the current status of unmanned retail companies? 2. What led to the downfall of the first generation of unmanned retail? 3. How will unmanned retail develop in 2019, and is there still a chance for a comeback? The first generation of unmanned retail, which emerged in 2017, is dead. This statement refers to the batch of unmanned retail models that erupted during that year. Except for a few innovations, the overall models are unlikely to have any further significance. This was a speculative entrepreneurial wave jointly driven by internet technology and venture capital under the banner of embracing the next big thing. Looking back at what happened that year, even after just three years, it is hard to understand it with common sense. Because stepping outside the context of that time, the abnormal logic of that period makes it difficult to comprehend the somewhat distorted 2017 unmanned retail entrepreneurial wave. This wave, particularly represented by unmanned convenience stores and unmanned shelves, began to stage a restless drama of unmanned retail. The timeline starts from the warm spring of 2017. At that time, the concept of new retail was still unclear, but the air was filled with excitement that technology would fully take over retail innovation. One day in May 2017, at the entrance of Auchan's Shanghai Yangpu store, which also serves as its China headquarters, a small unmanned convenience store was quietly set up. This container-like device had a trendy, internet-style name—BingoBox. From then on, the 2017 unmanned retail curtain was officially lifted. Coincidentally, a year later, in June, the operator of unmanned convenience stores and shelves, Xing Bianli, announced that it had received strategic investment from Ant Financial, reportedly amounting to several hundred million yuan. But these two events represent two completely opposite situations. BingoBox's first store kicked off the frenzy of unmanned retail, while Xing Bianli's latest financing, as of now, shows the decline of the first generation of unmanned retail. By mid-December 2018, JD Daojia, a small giant in the unmanned shelf sector, was rumored to have "collapsed" its unmanned shelf business. Many JD Daojia unmanned shelves in company corners were empty, including one I saw in the corner of the 5th floor office area of 36Kr's Beijing headquarters. In response, JD Daojia told the media that they had adjusted their Go unmanned shelf project to better focus on the company's core retail business. From unmanned convenience stores to unmanned shelves, the two trends together lasted only about a year. The short-lived trend attracted a sudden influx of venture capital and social and commercial resources, even drawing global retail attention. According to incomplete statistics, total investment in the unmanned retail market over the past two years has reached 46 billion yuan. This is not an innovation that wastes resources, but it is certainly an industry-wide adventure with a staggering waste rate. Now, it's a mess. But it cannot be denied that it left a significant mark in the first year of new retail. In summary, we want to know, besides going bankrupt, what did unmanned retail companies leave behind? Recently, Retail Boss Insider reviewed the major and minor events of the past two years with 20 former entrepreneurs or practitioners in the unmanned retail track. Some have left, some are still struggling, some are regretful, some are unwilling, and some are still fighting... Regardless of the current situation of the entrepreneurial group in this track, it clearly points to this assertion: The first generation of unmanned retail is dead, but it is not the end of unmanned retail. 1 Escape "Looking back now, I feel like I was like a pig back then," said An Liying, former CEO of the unmanned retail startup "EAT BOX." She is reluctant to recall that period; after leaving "Zero Element," she has not looked at any unmanned retail projects again. An Liying, who was once noticed along with EAT BOX and Zero Element, now deliberately keeps her distance from the unmanned retail track. In her own words, she is "heartbroken." What made An Liying heartbroken was not only the flaws in the unmanned retail business model itself, but also the huge gap between ideals and reality that brought her disappointment. When Retail Boss Insider first met An Liying, the unmanned retail trend was just emerging. While taking over Easyhome's new retail business, she also launched an unmanned convenience store project with great ambition. Despite many opposing voices within the group, An Liying was persistent, and Easyhome's chairman Wang Linpeng was tolerant and did not oppose the project. Unlike Easyhome's other retail businesses, the unmanned convenience store EAT BOX attracted significant external attention. In October 2017, An Liying officially resigned from Easyhome to fully devote herself to the independent unmanned convenience store project—Zero Element. The two EAT BOX stores previously opened were also integrated into Zero Element. Unfortunately, Zero Element, which An Liying managed with care, ultimately failed. An Liying believes the main reason was that financing arrived too slowly. In November 2017, Zero Element announced a 10 million yuan Pre-A round of financing. Although the specific investors were not disclosed, a few days later, Qualcomm Ventures announced nine new investment companies, including Zero Element. An Liying admitted that Zero Element had talked with several investment companies but did not settle on one early enough, leaving them in a passive position later. "Many people suggested we choose whoever paid quickly and generously, but the team may have wanted to look good on the surface, so we missed the best opportunity." An industry born out of capital cannot be separated from the involvement of venture capital. The relationship between retail and venture capital had little connection before the era of unmanned retail. In 2017, almost all capital funds involved in lifestyle investment projects were looking at unmanned retail projects and chatting with various people to gauge interest. Given that the two fields had previously not intersected, capital did not understand what unmanned retail was doing; the business logic and financial models of this industry were too unfamiliar to capital. Capital evaluated projects based on the same logic used for membership expansion, point expansion, and transaction scale—standard financial and operational models. The inherent logic of the retail industry—supply chain, cost and efficiency, refined operations, scenario value creation, and solving shopping experience pain points—was not of much concern to capital. Capital viewed unmanned retail from a financial perspective as unfamiliar, and entrepreneurs viewed retail innovation from a technical perspective as unfamiliar. It is undeniable that unmanned retail is highly technology-driven, which is the part capital thought it understood. But more often, they did not understand, and even did not know that there were many areas they did not understand. For example, capital has its own logic and project cycles, which are naturally different from the cyclical patterns of retail projects. After Zero Element, An Liying stopped looking at the unmanned retail track. After stepping on the pitfalls herself, she realized that the so-called cost reduction and efficiency improvement were actually empty words. Under current conditions, unmanned convenience stores cannot achieve such illusory expected results. The only thing that occasionally reminds her of that crazy period is the various unmanned retail WeChat groups in her phone, but she has basically muted them, and the daily activity in these groups is indeed much quieter than last year. Guomei, which was once a popular unmanned retail project a year ago, truly experienced a "roller coaster ride." Hu Guanzhong, former CMO of Guomei, also resigned this year, but in April this year, when Guomei was rumored to be laying off staff and disbanding, he was the first to come forward to deny the rumors. At that time, he told Retail Boss Insider, "Disbanding is impossible... Guomei will always be here, and we will continue to explore the operational model of office retail." But Hu Guanzhong also distanced himself from this track. "I no longer understand the smart cabinet business." A logistics supplier for Guomei told Retail Boss Insider that during Guomei's heyday, they undertook a large part of the restocking tasks. At the peak of unmanned shelves, even they firmly believed that unmanned shelves would spread to office buildings across the country, and their logistics services would have great potential. Even when Guomei was rumored to have a broken capital chain, the founder of this logistics company remained hopeful and showed us a text message from Guomei's founder Yan Limin: "Financing will arrive soon." But the current result caught this logistics service provider off guard. Guomei owes them a significant amount of money and has little ability to repay. The pattern of this story is strikingly similar to the crowds queuing for refunds in front of ofo's headquarters today. In the first half of this year, it was reported that the technical co-founder of another well-known unmanned retail project, "Jian24," had left to join another new retail company, taking some employees with him. As the first unmanned store in China to use "visual recognition + gravity sensing" technology, this technology was crucial for Jian24. Industry insiders revealed that the reason for the technical co-founder's departure was that the financing was not fully received. At the end of January this year, the newly established Jian24 announced the completion of a $10 million Series A round, led by Xinghe Internet. But soon after, in May, Beijing News reported on the "Xinghe System Crisis," revealing that Xinghe Internet's office was empty, and some employees reported that the company had not paid April wages. After Xinghe Internet's troubles, Jian24's capital chain quickly had problems, and with the departure of the technical co-founder, Jian24 faced its difficult moment. In September this year, Jian24's founder Lin Jie admitted in an interview with Retail Boss Insider that the technical co-founder had indeed left, causing considerable trouble for the company. Since then, Jian24 began layoffs and closed all three unmanned convenience stores it had opened, including the one at Shanghai Changning Xingkong Plaza. Currently, Jian24 is mainly transforming into smart cabinets, and unmanned stores are still open, mainly through cooperation with third parties. Recently, Lin Jie said the company received a new round of financing, but he said it was from private capital and declined to disclose the investors. Whether Jian24 gets life-saving money or not, it is certain that the company's dream of bringing something like Amazon Go to China is gone forever. It is worth mentioning that unmanned shelves also attracted a group of small giants, such as SF Express, Ele.me, and JD Daojia. But just a few days ago, JD Daojia's unmanned shelves were rumored to be "closed," with the Shenzhen team taken over by Ele.me's shelves. In response, JD Daojia said it had recently adjusted its unmanned shelf project to better focus on the company's core retail business. According to media reports citing sources, JD Daojia GO is currently in 10 cities, claiming to have tens of thousands of points, but most are open shelves, with only about 2,000 smart cabinets. If JD Daojia GO cuts its open unmanned shelves, it means the vast majority of its points will face the dilemma of being dismantled. "JD Daojia's investment in this business was not high from the start. Unlike peers who subsidized heavily, JD Daojia offered few subsidies, so it did not have an advantage in high-quality points. Instead, many points required the company to pay for the electricity for the cabinets," the source said. In addition, SF Express's Fengyi Zushi and Ele.me's NOW have not disclosed updates on their unmanned shelf business for a long time. Even though these giants have the capacity to continue supporting this business, it is clear that no one has yet found the right approach for unmanned shelves. It is easy to lay out points, but operating them at scale is not easy. Without an effective solution, companies are only making shallow attempts at the shelf business. Points, in fact, do not constitute a core competitive barrier. This type of leased asset, which can produce impressive data on paper with capital investment, was regarded by all unmanned shelf companies in 2017 as the core competitiveness that would set them apart from competitors. A senior practitioner from the retail industry mentioned: "Auchan may not do well in hypermarkets, but its hypermarket logistics are all self-owned properties, a hard asset that RT-Mart envies. Similarly, most of RT-Mart's stores are on 20-year leases, but RT-Mart relies on solid operational capabilities to build a comprehensive commercial system in each store, which also has strong chain value." Unmanned retail had no mature model validation or operational quality, and all points were leased, yet they were considered core competitiveness. What happened in the second half of 2017 is hard to understand with common sense. 2 Illusion "At the beginning, everyone thought unmanned retail would grow rapidly. I don't know why we had this illusion," said Wang Mumu, co-founder of EASY GO. In fact, the wild growth of this industry was more surreal than we imagined. After opening its first unmanned convenience store in May 2017, BingoBox announced a Series A financing of over 100 million yuan at the end of June. In July, its CEO Chen Zilin became a sought-after figure for capital and media, and it was already difficult to schedule a meeting with him. "When Chen Zilin was in fresh e-commerce, we often chatted, but now he has no time to see me," a industry insider said with a smile at the time. But Chen Zilin still frequently contacted the media to talk about his business ideas and future goals: "We aim to complete the deployment of 5,000 points within a year." Chen Zilin's goal sparked heated discussion in the industry, but his bold words further stimulated the sensitive nerves of entrepreneurs, and various unmanned convenience stores opened even more aggressively. At the end of September, BingoBox held its first brand strategy launch event. The venue was packed, with attendees including BingoBox investors, some local government officials, and peers from across the country interested in unmanned stores. Chen Zilin, who had never held such a large-scale launch, admitted he was nervous on stage. But compared to the officially released Xiaofan FAN AI artificial intelligence solution, a set of data Chen Zilin mentioned drew more industry attention: at that time (September 2017), only 158 boxes had been deployed. Clearly, this number was far from the 5,000 target. This more or less sent a signal. After the hot launch, a series of negative news followed, such as store closures, layoffs, and executive departures, and the halo of unmanned convenience stores began to fade. While Chen Zilin faced the data embarrassment, unmanned shelf projects, which were even more captivating to capital than unmanned stores, were about to stir up bigger waves. In June 2017, the later star startups—Guomei and Xing Bianli—officially launched. They were born with silver spoons: Guomei received IDG investment in its angel round, and Xing Bianli's Series A was led by Sequoia Capital. Corresponding to the top-tier capital were luxurious founding teams: Xing Bianli's CEO Si Jianghua, formerly general manager of Meituan-Dianping's leisure and entertainment division, also worked at Alibaba; Guomei's founder Yan Limin, former general manager of Alibaba's Juhuasuan. By August, there were more than a dozen unmanned shelf companies attracting attention. In October, small giants also joined, such as SF Express, Ele.me, and JD Daojia. Even traditional companies like Haier and Wahaha, perhaps believing they held two supply chain resources for unmanned retail—refrigerators and FMCG—actively expressed plans to deploy hundreds of thousands of unmanned points within 3-6 years. But the industry quickly split into two different approaches: one viewed unmanned shelves as a traffic business, typically represented by star companies like Xing Bianli and Guomei; the other focused on retail business, like Xiao e Weidian. But the traffic approach dominated at the time. Xing Bianli and Guomei both believed that the first stage of competition was primarily about points. Therefore, everyone began to enthusiastically announce rapidly growing point numbers, but the exaggeration of the data felt like "launching satellites." In November 2017, Xing Bianli announced that its points exceeded 30,000; in December 2017, Guomei announced it would reach 1 million shelves by the end of 2018, and in the same month, Bianlifeng also announced that its shelf count would exceed 50,000 by the end of the year. At the same time, optimistic voices were heard from founders and in the industry. Guomei's founder Yan Limin said: "Through office shelves, we can get a high-frequency payment entrance. If we can have 1 million such companies next year, the daily transaction volume would be over 10 million—it's the closest place to money." Xing Bianli's CEO Si Jianghua had a similar view: "Many people say convenience stores are a slow industry. I think that's the traditional convenience store mindset. Everyone can see Xing Bianli's time and speed. We are making a fast company in a slow industry." But it turned out that the founders' bold words were indeed a kind of "illusion." Unmanned convenience stores encountered obstacles everywhere during implementation. Unmanned shelves were not a pure traffic business either; companies that tried to win by scale in the short term ultimately paid a heavy price. Looking back, why did these entrepreneurs think that hundreds of thousands or millions of points covering the whole country could be obtained so easily? One possible truth is: The entry barrier for unmanned retail entrepreneurship is actually very low. Retail companies are typically large-asset, heavy-asset entrepreneurial projects. Throughout retail history, the pattern is either small companies growing bigger, like Germany's Aldi, which can also produce century-old stores, or large industrial capital entering, like RT-Mart created by Taiwan's Ruentex Group. In contrast, unmanned retail companies, from the start, aggressively expanded nationwide with the goal of million-level points, which was very conducive to satisfying investors and exciting the industry. But the consumers who would digest these points, down to the details of how an order is generated, were not carefully considered. It's like someone shouting the goal of planting 1 million saplings in a desert, only considering how to find financing to buy the saplings and enough workers to plant them, never considering whether the desert can sustain them. 3 Dilemma Regarding the reasons for the decline of unmanned convenience stores, An Liying believes that property and user acceptance issues are not the decisive factors. "The key is that we did not achieve the 'cost reduction and efficiency improvement' we once envisioned." This eight-character motto was actually the biggest selling point of unmanned stores back then. After running two unmanned stores, An Liying realized these were empty words. "To be honest, it's hard for this model to even empower others," An Liying said, because many unmanned stores advocate empowering mom-and-pop stores, but conversely, mom-and-pop stores usually have only two people and limited daily orders. Do they really need to become unmanned to improve efficiency? This reminds me of an interesting point: when BingoBox first became popular, Chen Zilin told the media that BingoBox's future was to transform mom-and-pop stores. His reasoning was that mom-and-pop stores are inefficient, with only about 10% of the day generating value, and the remaining 90% idle. But conversely, do mom-and-pop stores that only need to be busy 10% of the day really need efficiency improvements? Compared to unmanned, mom-and-pop stores actually need more guidance in operations. This is something unmanned stores cannot provide at all, and even using unmanned technology to help mom-and-pop stores optimize product selection and increase member stickiness has limited effect. The industry should remember that last year, one of the long-term tasks in unmanned retail was hiring people to attach RFID tags to products to prevent theft and loss and improve product recognition accuracy. This is also why, standing in the 5G commercial and IoT era two years later, it is particularly hard to understand the struggles of this industry in 2017. In fact, we don't need to wait until 2020. The new retail exploration in 2018 has already achieved face recognition self-checkout machines in many physical stores, providing a highly unmanned self-service shopping experience. In this regard, Ant Financial's face-scanning payment terminals, WeChat's scan-to-purchase self-service machines, and similar innovations by Duodian and Shandian Gou have mature technology and experience. All of the above led to the awkward situation of unmanned stores: if they open self-operated stores, the cost and efficiency of unmanned convenience stores are not better than traditional convenience stores; if they empower others, they cannot solve the real pain points of mom-and-pop stores. And the self-service empowerment solutions provided by large companies seem cheaper and better. Unmanned convenience store FX BOX Function Space has tried various models and basically gone through a process of falsification. First, they tried unmanned boxes and found that property, fire safety, water and electricity issues were basically unsolvable. So they transformed to use unmanned technology to open small physical stores of about 15 square meters. But the location and cost of small physical stores were also not advantageous, so founder Zhao Liang decided to transform again to empower traditional convenience stores. Since then, Function Space has successively reached strategic cooperation on unmanned intelligent systems with more than 10 well-known domestic chain groups, including Haolinju, Meiyitian, Huang Shang Huang, and Greentown Service Group, providing whole-store unmanned intelligent solutions. At the same time, they also output technology and services to mom-and-pop stores. After empowering several hundred small stores in the short term, this model did not maintain long-term stable growth. Recently, Zhao Liang told Retail Boss Insider that Function Space has begun developing intelligent robots. Specifically, it is an intelligent robotic arm. After the backend system selects a product, the robotic arm can accurately grab the product and place it on the weighing platform, and the backend immediately displays the price of the product, then finally takes the priced product down and places it in a designated location. It is understood that the robotic arm can grab products including fresh food and FMCG. Zhao Liang revealed that he hopes this intelligent device can be applied to warehousing and logistics to solve the picking problem in that link. If Function Space's intelligent robotic arm can be successfully output, then this unmanned retail company may transform into a logistics technology service provider, which would be another new story. In any case, the transformation path of FXBOX Function Space indirectly reveals the development difficulties of unmanned convenience stores. The biggest trap for unmanned shelves is that a group of internet practitioners viewed them as a traffic business. They used their habitual internet thinking to believe that the more points, the greater the offline traffic, thus intercepting various e-commerce platforms and convenience stores. But many people ignored a problem: unmanned shelves are first a retail business, and only then can they be considered an offline traffic entrance. If someone insists on skipping the first step and jumping directly to the second, they will fall into the dilemma that Guomei and Xing Bianli are currently facing. The three major problems of unmanned shelves—high shrinkage rate, high logistics restocking costs, and heavy operations—cannot be solved simply by scale. If point operations are not good, the larger the scale, the more serious the losses. Guomei's logistics service provider also revealed a detail: initially, Guomei required restocking to be completed before 10 a.m. But when they planned the responsible areas for each restocker, they found it difficult to complete restocking before 10 a.m. On one hand, some companies are not open before 10 a.m.; on the other hand, restocking requires taking photos and uploading, and completing restocking for one shelf takes at least ten minutes. With insufficient point density, completing restocking for all points on time becomes even more difficult. Therefore, no one would have thought that the company that expanded most crazily would also be the first to press the pause button. In March this year, Xing Bianli, which claimed to have 100,000 points, suddenly began to cut points in third- and fourth-tier cities. Since then, Guomei and others have also been exposed to layoffs and point reductions, and unmanned shelf companies began to pay for their previous mistakes. Hema, an innovative company long regarded as a benchmark for new retail, remained extremely calm during the unmanned retail boom. So calm that it seemed indifferent to missing this trend. However, Hema's stores have long been equipped with the "self-service shopping" solution provided by Bianli Cat, with fresh-made juice and coffee smart cabinets, allowing consumers to operate without staff. It can be said that the application of unmanned retail technology at Hema has gone further than all the players in this entrepreneurial wave. 4 Ending If the unmanned retail projects tested in 2017 are defined as "first-generation unmanned retail," then by the end of this year, this trend has clearly passed, and their presence is increasingly rare in public view. This is one of the epitomes of multiple entrepreneurial waves driven by internet thinking in China. The innovation and entrepreneurship in unmanned retail attracted many people without retail backgrounds. But more interestingly, it also attracted a group of speculators. In summary, these speculators share three common traits: First, they leverage the latest global cutting-edge technology concepts—AI, IoT, big data, cloud computing—and claim to have mastered or even developed unique technology patents that can be maturely applied to unmanned retail solutions; Second, they forcibly tie themselves to certain mainstream social values, and if they can attach to national concepts like rejuvenating the country through science and technology, that is the best gimmick; Third, they emphasize that they have achieved successful international expansion, such as promoting a partnership with a project from Europe or the United States; These three commonalities are not unique to unmanned retail. They can be seen in any technology-driven industry with low entry barriers, whether new or old. In comparison, even the flashy and exaggerated unmanned retail entrepreneurs seem relatively honest and reliable. Because of this, from a practical perspective, the current model direction of unmanned retail should not completely disappear. Zhang Sheng, vice president of Lawson China and a representative of traditional retail, has always emphasized that unmanned retail is the next N windfalls. This means it is a good model, but it erupted too early in 2017. In the midst of failure, there are still some beneficial explorations left behind, but these explorations will not shine in the short term. Many unmanned shelf companies persisting in difficulties believe that at the right time, they will definitely find better solutions to meet user needs. For those who persist, Xiao e Weidian is definitely one. After experiencing the roller coaster ride of unmanned retail, Xiao e Weidian's founder Rong Guang did not have a big psychological gap. "When unmanned retail was hot, everyone chased after Xiao e; when the trend passed, Xiao e is still here." In an interview with Retail Boss Insider earlier this year, Rong Guang expressed several views contrary to mainstream industry opinions: "Saying you don't do unmanned shelves to make money is a cold joke," and "Unmanned shelves are essentially a retail business. It's just a new retail form that is closer to users and meets their immediate needs. Like all retail formats, it needs to continuously reduce costs and improve efficiency." While peers claimed to have over 10,000 points, Xiao e Weidian had only about 6,000 points. Rong Guang did not let the team expand points crazily; he believed quality over quantity, and Xiao e only does business at high-quality points. Now, Rong Guang says Xiao e's point count still hasn't exceeded 10,000, and they will not burn money to expand points in the future. Instead, they have higher requirements for high-quality points, cautiously expanding while polishing the operational model of existing points. Despite the bleak market, Rong Guang still actively predicts the future direction of unmanned shelves: one is using intelligent devices to control shrinkage, and the other is releasing new value, meaning unmanned shelves will develop towards information publishing platforms (advertising) and business carrying platforms (group buying, etc.), but the scenarios will not be limited to offices. "In the second half of next year, smart cabinets will definitely return to the industry and media's view!" Rong Guang said. But there are also difficulties in promoting smart cabinets currently. Wang Mumu admitted: "If smart cabinets repeat the mistakes of unmanned shelves, it will be very troublesome. It's easy for us to deploy 10,000 smart cabinets, but the key is how to do the operations and logistics for these 10,000 cabinets. If we haven't thought these through clearly, acting rashly is meaningless." However, Ant Financial's recent investment in Youbo, a leading company in vending machines, more or less indicates some wind vane for the urgent transformation of unmanned retail. It is understood that Youbo has reached a strategic cooperation with Ant Financial and received 1.2 billion yuan in strategic investment from the latter. After the cooperation is completed, Youbo will add Alipay's "face payment" function to existing vending machines and new machines deployed in the future. For Youbo, such technical cooperation is conducive to the digital operation of equipment; for Alibaba, intelligent terminals are undoubtedly an important battlefield for seizing the payment market. Youbo CEO Chen Kunrong said that office demand is real and has huge potential for mining. Youbo, together with Alipay, launched a "smart refrigerator," and the future focus of this smart refrigerator is to "enter the office scenario." At the same time, Ant Financial will fully support Youbo's new round of expansion. For example, cooperating in the supply chain of cabinets and helping Youbo's smart cabinets increase advertising business. Currently, both sides are in close contact. It can be seen that Alibaba has never given up its attention to fragmented retail terminals. From investing in Xing Bianli to investing in Youbo, Alibaba has never stopped its layout of intelligent terminals. In the unmanned shelf field, those continuing to deeply cultivate the industry include Daily Youxian Bianli Gou, Bianlifeng, and Xiao e Weidian. If these players truly find an unmanned retail solution based on smart cabinets, the business model may still be worth observing. Rong Guang gave four words when talking to the author: "Old soldiers never die." Although unmanned retail has many casualties, some people still persist for the hope of survival. Entrepreneurship itself is not easy; survival is the truth. The failure of the first generation does not mean that the second or third generation will not have a chance to turn around. If a second and third generation of unmanned retail innovation wave can emerge. This industry is also waiting. Click here to register in one click